Mentorship is the influence, guidance, or direction given by a mentor. A mentor is someone who teaches or gives help and advice to a less experienced and often younger person.
I've been 2 years in my team and I'm the only person working on the front end side. The other 5 engineers in the team are all in backend. Last month, there's a new college grad joining the team and my manager has asked me to onboard the new hire to frontend side. I have concerns that after onboarding a new hire, I won't be as critical to the team. How should I approach it?
Last year I was invited to an event at a Big Tech office and saw a few talks.
After the talks I ended up chatting briefly to one of the Big Tech speakers about certain aspects of their talk that resonated with me.
A few weeks after the event I had a meeting with one of the recruiters (you could submit your interest to have one reach out to you) and you could seek official mentoring from one of the employees.
I asked if it'd be possible for that person above to be my mentor and they said they'd arrange it if possible.
I got an email officially introducing me but they'd be busy for X amount of time.
After X amount of I time I reached out to them, no answer.
It's been many months and have tried to reach out to them sporadically between that time but have never gotten a response both via email & LinkedIn.
I'm not too bothered now but do still question why?
Hi Taro. I am starting a small SWE mentorship program for Palestinians living in the West Bank or East Jerusalem. I can take on 3 - 5 mentees. I can help with technical mentorship, university applications, job applications and, preparing for interviews. I can pay for Taro premium, Leetcode premium, Udemy, TOEFL exam fees and university application fees. My knowledge of immigration is very limited, so I cannot help with this.
I cannot read or write in Arabic so I can only take on mentees that are fluent in English. To help me adapt to the cultural and religious differences, I would like to have some Christian mentees in my cohort. I was thinking 50/50 is a good split.
I know this is a very poor time to start a mentorship program, but I prefer to start now rather than wait. If you know anyone, please send them my way. Just comment on this post.
I feel a little strange posting this anonymously, but I have always liked to keep my race and religion private in professional settings. Here is a little bit about me. I worked in Big Tech for 2 years before I got laid off. I work at a startup now. I did several internships, worked in a research lab and published a few papers. I was planning to do a PhD and I went through the application process but I did not attend.
This is my first time doing mentorship, so any advice is appreciated.
I recently joined a Big Tech company. My assigned mentor is helpful when I have questions, and is also friendly.
However, apart from asking questions when I get stuck, I'm not sure how to best use their time so I can onboard and grow effectively. Does anyone have some suggestions and insight on this?
I've considered asking them to explain how some parts of the codebase work when I have issues, but it feels like unless I work on those parts of the codebase, I will forget what I learn. The domain and codebase is large so this feels low-ROI, especially since I am not working on some of these pieces.
I lead a team of five engineers. During sprint planning sessions, I collaborate with the team to create tasks aligned with our goals. Although the initial sprints were challenging, I now have a better grasp of the team's velocity. In the past, I frequently found myself directly involved in their tasks, providing boilerplates, due to their struggles with meeting the acceptance criteria. I am seeking strategies to maintain our pace without the need for constant updates or taking on the tasks myself, aiming to achieve our desired goals.
Our team is newly formed, and we will soon be involving consultants, whom the organization views simply as resources. However, understanding their skill set and velocity poses a significant challenge.
I recently saw a talk by someone L8 at my company. They believe everyone should mentor someone. It's not only a great way to improve at growing others, but also a great way to grow yourself.
So I'd like to try it out but am not entirely sure how to get started.
P.S. Yes, I've Googled this already. Asking a more vague question here because I've found all you tend to give really good insights that I'd never think of even asking for.
I'm literally finding it hard to be consistent with learning various software development concepts and practicing LeetCode. I think a good mentor can help me with this issue, correct me if I'm wrong.
What else I can do to target my job search in next 5 months as a mid-level software engineer with 2 years work experience.
Do I really need a mentor at this stage?
Everything is available online. What to do, what not to, everything is there. But still, why do we need mentors and how can that actually help our career to grow? Lastly, where can you find good mentors?
I am a recent graduate who just started a new position at a small startup. Along my short journey thus far, I have connected with a few people outside my company whom I have asked for career advice and whom I think could be great mentors for me. However, I would like to formalize, or start formalizing, our premature (I have only spoken to them 1-2 times in total) relationship which currently consists solely of advice-seeking to a mentor/mentee relationship. What is the best way to approach this? It feels inappropriate and unprofessional to ask them to "be my mentor please!" Any advice is appreciated. I expect the answer here to depend on whether the mentor figure is outside or inside one's company since if they are outside (as in my case) it is much less of an expectation for them to give me their time free of charge.
I'm a new people manager - previously I was an IC. I understand that I am now equally responsible for the helping the team deliver business goals and promote people's well being and growth.
How do you balance your time and figure out what's most important to focus your time and energy on? How do you spend your focus time you do have?
I work for a service-based company as a software engineer. I've been working here for two years.
I want to change jobs with a better organization, ideally a tech giant or a product-based company. Someone I know who works as an SDE3 Level Engineer at one of the companies I am pursuing is very helpful. He is always willing to assist.
How I can benefit from his experience and assist in achieving my goal of changing jobs while also advancing my career? Should I try to put together a growth plan to track my progress toward my goal?
Also, what can I do to provide value to my mentor? When the mentor works for a different company, is it very difficult to be of value?
I recently became CTO of a small early-stage startup where I'm leading all technical efforts, including by still doing some coding, but am mostly managing other engineers and focusing on the broader technical needs of the company. Previously, I was a technical lead and IC at startups where I had led small teams of other software engineers on product development, but was more in the weeds technically/coding a lot and was not responsible for people management. I'd like to learn about resources I can utilize to further develop my engineering leadership and people management skills.
What resources would you recommend to learn more about the following:
Interested in any types of resources including blogs, podcasts, YouTube channels, or virtual or in-person communities or meetups (particularly in NYC) etc. I have some favorite resources so far, but it would be great to learn about what resources others in the Taro community find useful. Thanks!
First of all, I'm a huge fan of Alex & Rahul and I want to grow in this community together with mentors, seniors & humans.
But lately being in meetings I've stopped asking much more questions to my seniors because they come with limited knowledge whereas GPT can follow up with me can guide me expertly. Whereas it can even give me expert advise in tech career growth and many such areas.
Even I don't even open stack overflow now.
Even being a Taro premium user, I'm unable to participate in all the events, though I heavily need mentorship, seems like a roadblock for me because on LinkedIn I see so many posts, it's very difficult to catch up.
Hey Everyone, would there be interest in a topic, on how to attract a sponsor who is invested in your growth at least 1/10 as much as we are.
Over the years, I have realized in addition to being sincere and making an impact, we need the right projects to make an impact and the right people to take notice. I feel like I cannot catch a break.
I have been able to uplevel and switch, get an upper level from tier 2 -> FAANG (L5), and stayed there for many years. Thriving. Until my project was canned, and I was laid off.
My current team is at a tier 2 company, and I have already made significant impact, but my manager is hung up on some negative feedback that was given to me early on (3 quarters ago) The current staff even insidiously tried taking away my projects from me. I stood up for myself and got the project back with my managers help.
I have good feedback, on PR, good velocity and mentoring engineers to uplevel. But my manager is still biased.
I strongly believe that actions speak louder than words. Would love to know the series of master classes that can help me with Me and your advice.
Would love to know your thoughts on this when is it time to stay and focus on growth or when is it time to move on and start afresh ?
My eventual goal is L6 at Google / Netflix / Meta - Adjacent
What should I think about and focus my efforts on when I get a project and a role that's of (1) bigger scope and (2) tighter deadlines than I'm used to?
A reorg has suddenly thrust me into the TL role for a very high-profile project on a new team. This project is part of OKRs 4 levels up the chain and has the eyes of several director level people across different functions. From what I've heard, this project already suffered from "too many cooks in the kitchen" syndrome, and on top of that, this project has delivery date set in Q3, which is quite aggressive from our org's standards.
I've landed in this position because I was transitioning to this team prior to the reorg, AND the EM/TL/PM/2 L5s has been reorg'ed out, and they needed someone who had previously TL experience and was willing to do it.
I've previously TL'ed a team of 4 people, with important but "normal" priority projects. This is clearly a great opportunity for me, but I am afraid I'm not ready to handle it and I'm at a bit of loss as to what I should be focusing most of my effort on. With the tight deadlines I have, I feel like every day will be a battle so any advice on how to approach this will be appreciated.
I have one other L5 supporting me who I trust very much and a new EM who's rumored to be very good. We currently have 4 SWE including me and we'll be getting more at least 4 more engineers, with lots of adjacent teams helping out. I do also have good standing and connection in the org overall and I know how to get a "normal" project in our org over the line (I did an in-org transfer).
I am a senior engineer and closely guiding a junior engineer on the implementation of a new micro service. I have provided her the high level design for same and staying consistently involved in any low level design discussion, blockers and code reviews.
However, I am involved in multiple tracks and it’s not possible for me to randomly pause everything and answer her queries right away. Therefore, to keep her unblocked, as there are stricter deadlines, I also setup twice a week invite where she can get my help on any discussion or questions, as required.
Still, in an unofficial feedback she told me that she was blocked on my time and I need to give more time to discussions and PRs. I tried to give some helpful return feedback that she should be asking pointed questions to get quicker help, and also she should do some research before right away asking for help. I also told personal examples from my career journey regarding how I navigated situations when I got blocked on a senior’s time.
However, this resulted in her passive aggressive behaviour towards me. One such behaviour example is in code review - when I commented that local environment specific initialisation code shouldn’t be in the main classes, she responded that she doesn’t see any problem and it’s just unnecessary.
How do I handle this situation better?
A teammate of mine has sometimes delayed tasks and informed about them at the last minute leading to us missing the delivery deadlines. As the tech lead, I've shared this feedback along with explaining the impact and suggestions to tackle the issue. I've encountered this situation a few times even after sharing this feedback.
What other steps can I take to help the teammate and minimise the overall impact on our delivery?
I'd love some ideas on how I can provide value to potential mentors and other folks who are further in their careers than I am. I want to form a relationship with these rock stars but I also want to make sure they are getting something out of it as well.
Would appreciate any advice from folks who have successful and mutually beneficial mentor-mentee relationships! Thank you!!
Due to unforeseen circumstances from past 6 - 8 months, I've been the Senior most engineer in my team, (I have a total of just ~2.7 YOE). My team consists of ~12 SDE 1s (New Hires) and 2 SDE2s (The other SDE2 being promoted very recently). My manager does a great job filling the role of Senior Engineer which reduces bit of pressure off of me.
However, due to necessity in the team I've ended up being SME in all the services owned by our team. This leads to everyone reaching out to me to help them with their queries, I try to document some of these and add in the Wikis so that it can be easily accessible for others next time. However, when it comes to certain tickets and issues, I end up having to pick that task up myself (Manager does not ask me to, but at same time i know that for someone else the ramp up time required to fix the issue would be too high).
I recently tried to reduce this (2~ months ago), this led to our overall ticket health getting worse and I had to again start looking into them myself and guiding each on-call cycle with right action items for the tickets etc.
This involves me helping them to do the following :-
Due to which it ends up taking 6+ hours weekly to keep this running. I don't really mind doing this; however, I don't feel like this is a scalable solution and would eventually want to slowly scale down from doing this and have my team being able to be self-sufficient.
What's the best way to go about this without affecting my team's ticket health?
At my current level, my skip level manager expects me to help my team members grow. I have couple of SDE 1s and SDE IIs in my team who are doing good. I am not sure if I can schedule one on one with them to understand their career goals and volunteer to be their technical & career mentor?
Will it look bad if I volunteer myself to be their career mentor? Or should I just mentor people who reach out to me?